management and business research

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Management and Business Research

• Mark Easterby-Smith - University of Lancaster, UK
• Lena J. Jaspersen - University of Leeds, UK
• Richard Thorpe - University of Leeds, UK
• Danat Valizade - University of Leeds, UK
• Description

This bestselling textbook has been fully updated, and provides readers with a comprehensive overview of methods for conducting business and management research. Highly visual, and written in a clear and accessible way, the book includes helpful learning features throughout, including learning goals at the start of each chapter, a research in action feature, examples, a Research Plan Canvas template and more. The content has been brought up-to-date with the inclusion of big data, predictive analytics and a dedicated chapter on machine learning. Accompanying the book is a wealth of online resources to further enhance your learning experience, including:

• Video content
• Templates and data sets
• Glossary flashcards
• Additional case studies

Supplements

Lecturer Resources:

• Instructor's Manual
• PowerPoint Slides

Student Resources:

• SAGE Research Methods Case Studies
• SAGE Journal Articles and book chapters
• Useful Weblinks
• SAGE Video and video links
• Glossary Flashcards
• Encyclopaedia entries
• Answers to exercises in the book
• Interactive graphs
• Additional guidance 

This new, fully revised edition of Management and Business Research is the ideal research methods text for new and experienced researchers in management. The new edition has kept all of the strengths of the previous editions and has been updated and extended with important new developments in ethics, big data and quantitative methods. Written in an accessible and engaging way with case examples and illustrations, this is the best text in the field that offers a comprehensive as well as practical guide on the entire research process.

Management and Business Research has been central in forming the methodologies applied throughout my doctoral research. It has exceeded all expectations I held for a Research Methods book, providing deep, holistic understandings of multiple methods rather than simply mapping out methodologies that currently exist. Throughout the current pandemic that has demanded dramatic shifts in methodologies and revisiting the book has facilitated a confident and successful transition to alternative methodologies. It has gone beyond enabling an awareness of the diversity of methods available to researchers to provide clear and extensive explanations of these, which can be effectively mobilised within my research.

I find the book very useful in guiding my qualitative investigation in the finance and accounting sector for completing my MSc. The book provides overarching understanding on scientific research and practical guidance for conducting business research. The information provided is up-to-date and engaging. This is definitely a resourceful must-read for students planning their master thesis.

This is a user-friendly book for undergraduate students majoring in management and business. The book is very interactive, and the online resources are sufficient. Notes and definitions in the margins of the book make the reading much easier. This is essential for writing my final dissertation.

As an undergraduate student, I found this book applicable to planning and conducting any social science research project. Concepts are explained clearly but concisely, and examples are relevant and thought-provoking. The chapter on machine learning is especially useful since it explains an important topic not yet covered in most research methods textbooks.

This book provides reliable and ample knowledge for management students of all levels. The guidance on literature review, philosophical standing, research design, data analysis and writing-up is offered in great detail. The example and exercise sections provide teaching staff with adequate materials to deliver in class.

The writers effortlessly connect with the reader offering clear direction. I cannot recall when I have felt so engaged in a textbook. It feels more like a conversation and the reader gets a real sense that the writers not only thoroughly know their subject but also are able to convey that knowledge with an ease and simplicity that engages and enthralls in equal measure.

[…] Would I recommend this book? Absolutely!

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Introduction

The Tree as a Metaphor for the Research Process

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Management and Business Research

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Management and Business Research Sixth Edition

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The  Sixth Edition  continues to give students a comprehensive overview of what is needed to carry-out successful and effective research, with practical hands-on guidance on how to conduct a dissertation project or research thesis, in business and management.

New to This Edition:

• Coverage of online data collection, netnography, big data and data visualization.
• Research philosophy in chapter 3 is further supported and enhanced by an author video overview available online and a pull out at the back of the book that gives a useful visual representation of each key component of the research process using a tree as a metaphor.
• Annotated further reading recommendations. 

An important new feature is the "Research in Action" textboxes, which consist of engaging accounts of real-world research experiences from academics, practitioners and students. Examples include measuring the impact of development programmes on Chinese rural communities, and qualitative data being used to measure the experiences of UK taxi drivers. Each contributor has also given a practical ‘top tip’ for doing research successfully. The book is complemented by a  FREE  online resources  including PowerPoint slides, datasets, multiple-choice questions, e-flashcards and links to additional online material. Suitable reading for any student carrying out a research project, dissertation or thesis in business and management.

• ISBN-10 1526424797
• ISBN-13 978-1526424792
• Edition Sixth
• Publisher SAGE Publications Ltd
• Publication date August 22, 2018
• Language English
• Dimensions 7.75 x 1 x 10 inches
• Print length 464 pages
• See all details

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Editorial Reviews

I find the design of the book very reader-friendly. The language is simple to understand, and the illustrations and examples are excellent. The length of discussion is appropriate, with the right amount of information presented.

I have never done a dissertation in my previous studies, and I have no idea how to collect data. In particular, I do not know what types of data collection there are, and the pros and cons for each type. Therefore, information on data collection is of most help to me. A comprehensive and well written textbook on research. An excellent resource for management and business students.

The book gives very comprehensive coverage of the research process in an accessible way that is relevant to newcomers and hardened practitioners.

From my perspective, the book is very relevant for preparing for my MBA dissertation. The opening chapters help with the difficult task of identifying a suitable research subject and reading around the topic. The later chapters describe the research process and methods of data gathering. Especially useful are the chapters on statistical analysis which can be daunting for many students who have not had formal training.

About the Author

Mark Easterby-Smith passed away in 2020. He was an Emeritus Professor at the University of Lancaster. His field was organizational learning. He had a first degree in Engineering Science and a PhD in Organizational Behaviour from Durham University and was an active researcher for over 30 years with primary interests in methodology and learning processes. He carried out evaluation studies in many European companies, and led research projects on management development, organizational learning, dynamic capabilities and knowledge transfer across international organizations in the UK, India and China.

Mark published numerous academic papers and over ten books including: Auditing Management Development (Gower, 1980); The Challenge to Western Management Development (Routledge, 1989); Evaluation of Management Education, Training and Development (Gower, 1994); Organizational Learning and the Learning Organization (Sage, 1998); The Handbook of Organizational Learning and Knowledge Management , 2nd edn (Wiley, 2011).

At Lancaster he was, variously, Director of the School’s Doctoral Programme, Director of the Graduate Management School and Head of Department. Externally he spent several years as a visiting faculty member on the International Teachers’ Programme, acting as Director when it was held at the London Business School in 1984. During the early 1990s he was national co-ordinator of the Management Teaching Fellowship Scheme funded by the UK’s Economic and Social Research Council (ESRC), which was responsible for training 180 new faculty members across UK management schools. He was a former member of the ESRC Post-graduate Training Board and was President of the British Academy of Management in 2006 and Dean of Fellows in 2008.

Richard Thorpe is an Emeritus Professor at the University of Leeds where he was latterly Professor of Management Development and Pro Dean for Research at Leeds University Business School. His early industrial experience informed the way his ethos has developed. Common themes are a strong commitment to process methodologies and a focus on action in all its forms; an interest in and commitment to the development of doctoral students and the development of capacity within the sector; and a commitment to collaborative working on projects of mutual interest. Following a number of years in industry, he joined Strathclyde University as a researcher studying incentive payment schemes. This led to collaboration on Payment Schemes and Productivity (Macmillan, 1986). In 1980 he joined Glasgow University where he widened his research interests to include small firm growth and development as well as making regular contributions to the Scottish Business School’s doctoral programme. In 1983 he attended the International Teachers’ Programme in Sweden where he met Mark and embarked on a PhD under Mark’s supervision. Collaboration continued through the 1990s with the ESRC Teaching Fellowship Scheme. In 1996 he was instrumental in establishing the Graduate Business School at Manchester Metropolitan University and in 2003 joined the ESRC Training and Development Board. There, he was involved in establishing the training guidelines for both doctorate and professional doctorate provision and more recently in initiatives to address capacity building in management and business. In 2003 he contributed to the ESRC’s Evolution of Business Knowledge programme. His research interests have included: performance, remuneration and entrepreneurship, management learning and development and leadership, and he has published (with others) a number of books including: Remuneration Systems (Financial Times/Prentice Hall, 2000); Management and Language: The Manager as Practical Author (Sage, 2003); The SAGE Dictionary of Qualitative Management Research (Sage, 2008); Performance Management: Multidisciplinary Perspectives (Palgrave, 2008); Gower Handbook of Leadership and Management Development (Gower, 2010) ) and more recently, two research methods books, Management Research , in the Sage ‘A very Short, Fairly Interesting and reasonably Cheap Book About’ series and A Guide to Professional Doctorates in Business and Management (Sage, 2015). He was a past Present of the British Academy of Management in 2007, Dean of Fellows in 2012 and in 2009-2015 he was Chair of the Society for the Advancement of Management Studies. In this latter role he initiated the ESRC/SAMS/UKCES Management and Business Fellowship Scheme.

Lena J. Jaspersen is a University Academic Fellow in Innovation Management at the University of Leeds, where she co-developed and teaches the flagship interdisciplinary Innovation Thinking and Practice module with Tony Morgan and teaches qualitative research methods at the PhD level. Her main research interests include collaborative research and innovation, and the role of partnerships in addressing global development challenges. Lena’s background brings an international and interdisciplinary dimension to her writing, teaching and research. She holds Masters’ degrees in Sociology and International Relations and was awarded a PhD with Recommendation of Research Excellence from the University of Leeds. Lena is also currently part of the team at the Leeds Institute of Teaching Excellence carrying out pedagogical research into interdisciplinary team-based teaching and learning with a focus on digital and employability skills. Lena has a strong interest in innovation and research methods. She’s a co-author of the 7th edition of the bestselling Management and Business Research (Sage, 2021), which provides readers with a clear and comprehensive overview of methods for conducting management and business research. Lena’s other publications include a recent article in the British Journal of Management , containing a systematic overview of methods for qualitative network research, Understanding Global Development Research (Sage, 2017) and the UN-real World of Human Rights (Nomos, 2012).

Product details

• Publisher ‏ : ‎ SAGE Publications Ltd; Sixth edition (August 22, 2018)
• Language ‏ : ‎ English
• Hardcover ‏ : ‎ 464 pages
• ISBN-10 ‏ : ‎ 1526424797
• ISBN-13 ‏ : ‎ 978-1526424792
• Item Weight ‏ : ‎ 2.71 pounds
• Dimensions ‏ : ‎ 7.75 x 1 x 10 inches
• #989 in Business Research & Development
• #5,427 in Research Reference Books
• #45,414 in Business Management (Books)

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Ranking: Which Business Schools Are Best For Management Research?

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When it comes to the sheer volume of publications in top management journals, no other business school outpaced University of Pennsylvania’s The Wharton School in 2023.

Wharton faculty published 21 articles in management’s eight most prestigious schools, according to the TAMUGA Rankings, an annual index of research output compiled by Texas A&M University and the University of Georgia.

It shouldn’t be a big surprise. After Wharton’s fall from the The Financial Times ’ Global MBA ranking in 2023 , it was also bumped from the FT ’s research ranking. But the B-school, widely regarded as one of the best in the world, returned to the top of both ranks this year .

It’s also the largest business school in terms of faculty in the TAMUGA Ranking, tying with Harvard Business School at 46 tenure-track management faculty. That’s a leg up in a ranking that counts articles published.

One big caveat: If you look at the number of top-tier publications per faculty member, Wharton falls all the way to No. 19 with an average of 0.46 articles per management scholar.

HOW TAMUGA COUNTS ARTICLES

For its annual list, the TAMUGA Rankings count only publications in management’s eight top-tier journals: Academy of Management Journal, Academy of Management Review, Administrative Science Quarterly, Journal of Applied Psychology, Strategic Management Journal, Organization Science, Personnel Psychology, and Organizational Behavior and Human Decision Processes.

Counted articles must be published by management faculty within the calendar year – in this case January to December 2023. Articles with co-authors from multiple universities are counted once for each school, but articles with co-authors from the same institution are just counted once. So, an article co-authored by two University of Florida professors, one Texas A&M University professor, and one University of Georgia professor would count as “one” for Florida, “one” for Texas A&M, and “one” for Georgia, according to the ranking’s methodology page.

The full TAMUGA Ranking includes publication totals for United States Schools for each year from 2019 to 2023 as well as a five-year aggregate.

Wharton also tops the five-year aggregate with 85 total publications, but falls to 23rd on publications per faculty at a rate of 1.89 per faculty member.

University of Georgia’s Terry College of Business ranks second in the number of management articles published in the five-year period at 70, as well as second in articles per faculty at 5.09. That may well explain why the school helps to put together this list with Texas A&M which also, surprisingly, boasts a favorable ranking here. Terry, for instance, is followed by the  University of Florida and Texas A&M University with 68 articles each, and Arizona State University with 66.

WHARTON ALSO TOPS UT-DALLAS RANKING

Wharton also tops the UT-Dallas Top 100 Business School Research Rankings for 2024 with 392 articles published. Both that ranking and the Financial Times ’ research ranking consider more academic journals across more disciplines, but the TAMUGA Ranking counts only management faculty and just for one calendar year.

The FT ranking weighs the number of publications by a school’s current faculty in 50 academic and practitioner journals over a 30-month span while UT-Dallas’ looks instead at a school’s number of publications in 24 journals in a five-year span. Apples to apples comparisons, then, are not easy. However, Wharton, with its more than 20 research centers and initiatives, manages to top all three.

It has topped the TAMUGA Ranking for the last three years, rising from a three-way tie for seventh in 2019 with 12 published management articles (0.27 per scholar), to a three-way tie for third in 2020 (13 articles or 0.28 per scholar. In 2021, it tied for first with Texas A&M with 19 articles. However, in all those years, it has only broken the top 20 in the article per faculty metric.

You can see the top 10 finishers for both 2023 and 2022 in the chart below. Or click through the following pages to see the top 50 universities in management research over the last five years, in 2023, and in 2022.

You can see the full TAMUGA ranking here .

PAGE 2: TAMUGA Ranking five year aggregate for U.S. Schools

PAGE 3: TAMUGA Ranking 2023

PAGE 4: TAMUGA Ranking 2022

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About the author  (2018).

Mark Easterby-Smith is an Emeritus Professor at the University of Lancaster. His field is organizational learning. He has a first degree in Engineering Science and a PhD in Organizational Behaviour from Durham University and has been an active researcher for over 30 years with primary interests in methodology and learning processes. He has carried out evaluation studies in many European companies, and has led research projects on management development, organizational learning, dynamic capabilities and knowledge transfer across international organizations in the UK, India and China.

Richard Thorpe is Professor of Management Development and Pro Dean for Research at Leeds University Business School. His research interests have included: performance, entrepreneurship, knowledge and leadership as well as research methods in management research. His early career as a management trainee on a Clarks programme informed the way his ethos has developed. Following a period in industry his first academic appointment was as a researcher at Strathclyde University in the Pay and Reward Research Centre. There, as a consequence of the research conducted he developed close links with practitioners, intermediaries and policy makers, something he has strived to maintain as his career progressed. Common themes in his work are: a strong commitment to conducting research in collaboration with practitioners; a focus on action and change; an interest in and commitment to the development of doctoral students and the development of capacity within the sector. Richard has been past president and chair of the British Academy of Management and member of the ESRC Training and Development Board. He is currently chair of the Society for the Advancement of Management Studies.

Paul R. Jackson is Professor of Corporate Communications and member of the Business Economics and Strategy group at the Alliance Manchester Business School, University of Manchester. Over the years he has undertaken various roles including Director of Doctoral Programmes at the University of Sheffield and, at UMIST, Head of the Division of Marketing, International Business and Strategy as well as designing the doctoral training programme at MBS. He has been teaching research methods to undergraduate, Masters and doctoral students since 1975 and has contributed to books on research methods teaching as well as workshops for students and teachers on behalf of the British Academy of Management.

Lena Kruckenberg has a multidisciplinary background in international sociology and organisation studies. She has recently completed a Ph.D. in Sustainability Research at the University of Leeds with a study on the role of partnerships between different kinds of organisations in creating low-carbon development pathways. Results of her critical analysis of how such partnerships can facilitate but also inhibit the adoption of off-grid renewable energy technologies in Central America have been published in Energy Policy and Energy for Sustainable Development. Lena’s current research as an Academic Fellow in Technology Innovation Management focuses on processes of social and technology innovation in the field of medical technologies. Lena is also working on visual methods for more agency-oriented research on inter-organisational relationships and networks.

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Business and Management Research

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Business and Management Research (BMR) is a double-blind peer-reviewed journal, published by Sciedu Press. The journal seeks to publish original research articles that are  hypothetical and theoretical in its nature and that provide exploratory insights in the fields of General Management, Business Law, Marketing Theory and Applications, Business Finance and Investment, General Business Research, Business and Economics Education, Production/Operations Management, Organizational Behavior and Theory, Social Issues and Public Policy, Management Organization, Statistics and Econometrics, Personnel and Industrial Relations, Technology and Innovation, Case Studies and Management Information Systems, Accounting, Analysis, Communication, Information Technologies, Project management and Strategy. The journal is published in both online and printed versions. The online version is free access and download. The goal of Business and Management Research (BMR) is to broaden the knowledge of business professionals and academicians by promoting free access and provide valuable insight to business-related information, research and ideas.

This journal accepts article submissions online or by e-mail ( [email protected] ).

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2023: Articles Received: 32; Accepted: 19; Rejected: 11; Published: 17; Retracted: 0

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Business and Management Research ISSN 1927-6001 (Print)   ISSN 1927-601X (Online)

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How virtual work is accelerating innovation

Despite the upheaval caused by the COVID-19 pandemic—and partly because of it—innovation and digitization have been happening at a record-breaking pace. A McKinsey survey of top executives around the world found that companies accelerated their digitization  of customer, supply chain, and internal operations by an average of three years.

Indeed, over the past two years, countries around the world have set records for new business formation, new patents issued, venture capital invested, and more. The US Census Bureau’s seasonally adjusted business formation statistics data show that through 2021, a record 5.38 million applications had been filed to form new businesses—an increase of more than 50 percent over prepandemic 2019. 1 “Business Formation Statistics, April 2022,” US Census Bureau, May 11, 2022. The brisk pace meant there were roughly 409,000 more US filings in 2021 than at the same point in prepandemic 2019. The World Intellectual Property Indicators also showed that aggregate global filing activity across 150 authorities grew in 2020, even amid the global health crisis. 2 World Intellectual Property Indicators 2021 , WIPO, 2021. Venture capital flows have also boomed: in 2021, global venture capital more than doubled from 2020, rising 111 percent. 3 Jordan Major, “Global VC funding hit a record $621 billion in 2021, a 111% increase YoY,” Finbold.com (Finance in Bold), January 13, 2022.

About the authors

This article is a collaborative effort by Federico Berruti , Gisele Ho, Phil Kirschner , Alex Morris, Sophie Norman, and Erik Roth , representing views from McKinsey’s Operations, Digital, Growth & Innovation, and Real Estate practices.

What’s striking about these dramatic advances is that they largely entailed people collaborating remotely, leveraging technology in different ways, and being bolder with innovation, automation, and digitization than ever before. For decades, physical proximity has been considered essential to successful innovation. In an influential 1977 book, management professor Thomas Allen described a strong negative correlation between physical distance and frequency of communication, finding that people are four times as likely to regularly talk with someone six feet away from them as with someone 60 feet away, and people almost never communicate with colleagues on separate floors or in separate buildings. 4 Thomas J. Allen, Managing the Flow of Technology , Cambridge, MA: MIT Press, 1977.

This proximity mantra guided everything from office layouts to urban planning. Cities such as Boston (with many counterparts around the world) have tried to fuel innovation by establishing districts where academia, research organizations, start-ups, and investors work side by side in purpose-designed “innovation ecosystems.” 5 Carmelina Bevilacqua et al., Place-based innovation ecosystems: Boston-Cambridge innovation districts (USA) , Joint Research Centre, 2019. Locating problem solvers together to encourage creative collisions of ideas, experimentation, and informal collaboration is also core to one of McKinsey’s original eight essentials of innovation .

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While the pandemic-related measures have thwarted the engineered serendipity designed into physical work spaces, making watercooler conversations and impromptu problem-solving interactions difficult to replicate virtually, it has led to a broad embrace of videoconferencing and virtual collaboration tools. Organizational network and collaboration analytics have also enabled innovative companies to help employees build and sustain the ties necessary to generate new ideas. As a result, organizations have, in the words of author Steven Johnson, “widened the pool of minds that could come up with and share good ideas” 6 Steven Johnson, Where Good Ideas Come From: The Natural History of Innovation , New York, NY: Riverhead Books, 2010. —a vital ingredient for innovation. By connecting people into broader virtual networks, the pandemic has increased the collective speed and creativity of innovation efforts.

It’s likely that flexible work and workplaces are here to stay, especially for organizations seeking to maintain or accelerate this elevated pace of innovation. More than half of corporate and government employees say they would like to work from home  at least three days per week, and the number is even higher for innovation talent, such as programmers. 7 “For programmers, remote working is becoming the norm,” Economist , August 11, 2021. Location flexibility has become a de facto expectation for the latter group. Rather than seeing this as an obstacle, organizations seeking to innovate are doubling down on the benefits that new approaches to innovation present.

Diversity and inclusion

Innovators recognize that increased diversity and greater inclusion, both within teams and at the leadership level, produce more and better innovation results. A recent McKinsey study  found that more ethnically and racially diverse companies outperform their less-diverse peers by 36 percent when it comes to financial targets. As a result, innovators  are tapping virtual work to attract more specialized and diverse talent and are building more inclusive workforces. One recently launched start-up that rapidly achieved unicorn status shifted to a virtual-first model, recognizing that the specific innovation talent its business required wasn’t available in any single major city.

Productivity

Innovators have also recognized that virtual teams, especially when managed effectively, can avoid unnecessary distractions, experience more effective and uninterrupted workflow, and achieve productivity gains. In a 2021 study, 83 percent of employees working remotely agreed that their homes enabled them to work productively—a higher proportion than the average office (64 percent) and even outstanding workplaces (78 percent). 8 “Workplace 2021: Appraising future-readiness,” Leesman, 2021. One innovative technology company recently started “time zone stacking,” the practice of strategically structuring virtual teams to positively leverage time differences and further accelerate innovation efforts.

How CEOs can win the new service game

Customer-centricity.

Perhaps paradoxically, an adjustment made because of the COVID-19 pandemic has enabled many organizations to get physically closer to their customers, as hiring is no longer tethered to geographic location. One global payment platform, for example, launched a remote engineering hub during the pandemic, hiring engineers from a range of locations and cultures. One year into the initiative, the company reports feeling “closer to customers—because we literally are.” Similarly, a government agency now describes being more citizen-centric thanks to hiring employees who live and work across the country, not just in the capital city.

Proximity to the customer, instead of to a physical office, can help organizations’ innovation talent avoid the corporate echo chamber and identify and test new ideas faster. Getting closer to target communities is also easier than ever thanks to the proliferation of coworking sites and other “third places” to work and connect.

Proximity to the customer, instead of to a physical office, can help organizations’ innovation talent avoid the corporate echo chamber and identify and test new ideas faster.

The pandemic has made clear that lack of physical proximity need not hold back innovation—in fact, it can fuel it—but this is not a new phenomenon. Although it may come as a surprise to some, boldly innovating through remote collaboration has been a fixture in the scientific community for decades. In the 1980s, researchers adopted a way of working called the “collaboratory,” a virtual space where scientists interact with colleagues, share data and instruments, and collaborate without regard to physical location. Breakthroughs achieved through virtual collaboration include the Human Genome Project and the ATLAS project at CERN, which involved 1,800 particle physicists across 34 countries.

More recently, innovators outside the science sphere have embraced the approach. Cryptocurrencies and metaverse platforms were largely developed through decentralized collaboration involving people around the globe. Pandemic-related changes simply expanded on the model rapidly, notably in the record-breaking development of the COVID-19 vaccines and a slew of new company and product launches over the past 24 months.

If the age of assuming that innovation requires physical proximity is behind us, with innovative companies’ full embrace of virtual teams and the role of technology, what comes next? One executive who leads a 50-person innovation group as part of a 15,000-employee organization said, “The pandemic made us realize that we never needed a swanky and costly innovation studio to do our work. What we want is community.” His plans are to make virtual work permanent, with monthly or quarterly in-person gatherings to strengthen trust, friendship, and connection.

How many more innovators will adopt this approach? Will bringing together the best of remote practices and the best of in-person experiences accelerate innovation even further? Let’s start experimenting to find out.

Federico Berruti and Alex Morris are both partners in McKinsey’s Toronto office, where Gisele Ho is a senior manager; Phil Kirschner is a senior expert in the New York office, where Sophie Norman is a senior manager; and Erik Roth is a senior partner in the Stamford, Connecticut, office.

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A small community of scholars have sought to question and change the conventional history of management and its homogenous focus on white, male, Anglo-American, individuals and institutions.

In 2017, a book called A New History of Management argued the case for making management and business history more diverse and much less ‘pale, male and stale’. There was, however, a certain irony in the four authors of that book being white, middle-class, middle-aged men. One of those authors, Professor Stephen Cummings has been interested in exploring what needs to happen next to move the diversity agenda forward.

The seminar, held at Birmingham Business School on 11 April brought forward these ideas and discussed developments in Critical Management Studies, Management History, the Decolonizing the Curriculum movement, the growing community of Indigenous Management scholars gathering around IARIMOS (the new Indigenous Academy of Research into Management and Organization Studies), and a new book project Indigenous Management: Knowledges & Frameworks (with Jesse Pirini and Ana Maria Peredo).

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Hoogland Undergraduate Business Program

Vandy in finance: preparation pathway program.

Posted by wrightlj on Tuesday, April 30, 2024 in News .

The Vanderbilt Career Center, Owen Graduate School of Management, and the Hoogland Undergraduate Business Program are excited to partner with Wall Street Prep (WSP), a leading financial training firm, to offer a comprehensive learning path for rising sophomores looking to embark on a career in finance.  This program will bridge the gap between academics and real-world applications to give students the technical skillset necessary to land a coveted summer internship at a leading financial firm. The Vandy in Finance: Preparation Pathway Program will begin with a virtual kick-off presentation and continue with self-paced work over the summer. Students who complete the requisite summer work are invited to join the multiple Wall Street Prep sessions on campus during the fall 2024 semester.

*Rising sophomore will be prioritized, but upperclassmen will also be considered.

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